Management Review

Vol. 42 No.4, Oct. 2023

Robin K. Chou　Editor’s Note (excerpt)

This issue of Management Review contains three academic articles.

The first article, “Effects of Appreciative Inquiry Intervention on Team Effectiveness” was co-written by Bella Ya-Hui Lien, Yu-Ming Kuo, Yen-Chen Hsu, Min-Shi Liu, and Li-Wei Chen. This study aims to examine the effects of different organization development (OD) interventions on team effectiveness. We clarified how AI is new and different from other change processes as well as whether AI is more effective than traditional OD interventions and how AI impacts team effectiveness. This study provides evidence of the effect of the AI approach on teamwork development, particularly in terms of enhancing team effectiveness and performance. Our results underline the role of AI in a teamwork setting and confirm that the AI approach would be more beneficial for teamwork than traditional OD approaches.

The second article, “Financial Literacy and Robo-Advisor Adoption: Evidence from Taiwan” was co-written by Min-Rui Choo, Wei-Che Tsai, Yu-Jen Hsiao, and Sharon S. Yang. This study aims to examine the correlation between financial literacy and the utilization of robo-advisors, which proposes that high subjective financial literacy and overconfident individuals tend to adopt the robo-advisor services. Positioning FinTech service as providing stronger decision-making at a lower cost with fewer conflicts of interest misses the target demographic completely. We need to work on financial literacy so that people will be more attracted to FinTech services, and they can help people be financially well.

The third article, titled “Why Embedded Employees Speak Up? Exploring the Dual Energized-to Pathway Linking Organizational Embeddedness to Challenging and Supportive Voice, and Moderating Role of LMX”, was co-written by Yu-Hsuan Wang, Nai-Wen Chi, Fu-Chen Kuo, and Yi-Chun Chen. Drawing on the perspective of energized-to pathway of proactivity, this study explores “how” and “when” organizational embeddedness increases employees’ challenging voice and supportive voice via the dual energized-to pathway (i.e., enhanced work engagement and positive moods). In addition, authors also examine whether leader-member exchange (LMX) act as a critical boundary condition. This study (1) shows the organizational embeddedness is one of the critical proactive behaviors, (2) clarifies the connotation of energized-to pathway of proactivity, and (3) indicates that LMX is the key which could raise the voice behavior of high organizational embeddedness employees.